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Performance Culture System

 

Overview

In addition to seeking out and attracting motivated and skilled employees to fulfill current requirements, you must also consider how you will help your organization live up to future ones. Effective strategic planning and talent management are essential, but those systems cannot stand on their own. The next step is determining how to cultivate a work environment that supports and sustains a culture of superior performance that drives success both now and in the future.

Building a performance culture goes far beyond an agency's performance management system. The performance management system provides a framework for setting objectives, documenting performance standards, and assessing employee results. A performance culture refers to the agency's holistic approach to performance (i.e. ongoing, timely feedback; emphasis on continuous learning; strong employee engagement; inclusion and appreciation of a diverse workforce; and accountability for results). Timely feedback and continuous learning provide a mechanism for ongoing improvement. A diverse workforce represents the public that the Federal Government serves and enhances innovation. Work-Life programs support the employee thereby enhancing productivity, engagement with the agency, and sense of well-being.

Definition:

A system that develops and inspires a diverse, inclusive, innovative and high-performing workforce by creating, implementing, and maintaining effective performance management strategies, practices, and activities that support mission objectives, drive outcomes and continuous improvements.

Standard:

Ensures that an agency has (1) strategies and processes to foster engagement and collaboration; (2) a diverse, results-oriented, high performing workforce; (3) a performance management system that differentiates performance, provides regular feedback, and links individual performance to organizational goals and desired results effectively; and (4) a performance management system that promotes effective human capital management in accordance with Merit System Principles and in compliance with Federal laws, rules and regulations.

Outcomes:

Strategic View — Senior Leadership

The Results-Oriented Performance Culture system focuses on having a diverse, results-oriented, high-performing workforce, as well as a performance management system that effectively plans, monitors, develops, rates, and rewards employee performance.

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Select each labeled puzzle piece to learn more.

What Does This Mean To You As A Senior Leader?

It is up to you to ensure that your staff understands what success looks like. To do so, you have to understand where you are now, where you need to be in the next year, and where you will be in the future. Your imperative is to have a clear vision and communicate the organizational goals and criteria for success. You will need to link your organization's goals with the agency goals, and cascade them throughout your organization.

Senior leaders can help build an agency's performance culture from the top down. Frequent communication and transparency around executive objectives and progress toward agency goals can serve as a foundation for a culture of open feedback. Leaders are also in a position to be role models for embracing continuous learning, work-life flexibility, and diversity initiatives.

Collage of three graphic - generic employee working at a desk with a computer; generic employee bowling; and  generic character in a at a conference table  with several other generic characters

Actions / Decisions For Senior Leaders

By aligning employee performance appraisal plans with executive performance agreements and directly communicating agreement goals to employees, supervisors can drive home to employees just how their performance impacts organizational goals.
Source: Office of Personnel Management

Review Federal Employee Viewpoint Survey trends to enhance employee engagement and develop action plans that address identified opportunity areas.

Establish a framework, identify progressive solutions, and set the example by projecting and encouraging engagement at all levels of the organization.

Empower managers to own program performance by delegating decisions and actions to appropriate levels within the organization.

Select an area on the graphic to see the actions and decisions for that area (planning, implementation, or evaluation).

Graphic. Three curved arrows that form a continuous circle labeled Actions/Decisions. The arrow labeled Plan points to the arrow labeled Implement which points to the final arrow labeled Evaluate.

What Is Available To Help Facilitate Leadership In The Completion Of These Activities And Decisions?

There are a variety of items available to help facilitate leadership in the completion of decisions and activities relating to Performance Culture.
 

Operational View — HR Practitioners And Program Supervisors

The Operational view delineates the role of HR staff, hiring managers, and program managers in the agency's performance culture.

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Select each labeled puzzle piece to learn more.

What Does This Mean To You As A Program/Process Owner Or HR Professional?

Manager talking with subordinates.

In order to build and sustain high performance at the operational level, you must understand the overarching strategy. Engage with senior leaders to discuss the relationship between the agency's mission and its employee engagement, performance management, and continuous learning. One vital aspect of a high performance culture is open, continuous feedback. Work toward embedding frequent and timely feedback into agency operations. You can start by increasing "lessons learned" discussions about projects and processes; holding informal performance-related discussions with your subordinates; and soliciting feedback from your peers and subordinates.

Actions / Decisions For Program Owner And HR Professionals

Do I have the resources and capacity to accomplish specific program and policy related goals and objectives?

Do I have appropriate tools and technology required for capturing, measuring, and reporting program and policy goals and objectives?

Do we have current procedures and practices required for achieving program and policy-related goals and objectives?

Select an area on the graphic to see the actions and decisions for that area (planning, implementation, or evaluation).

Graphic. Three curved arrows that form a continuous circle labeled Actions/Decisions. The arrow labeled Plan points to the arrow labeled Implement which points to the final arrow labeled Evaluate.

What Is Available To Help In The Completion Of These Activities And Decisions?

There are a variety of items available to help facilitate HR Practitioners and Program Supervisors in the completion of decisions and activities relating to Performance Culture.
 

Employee View

Being part of a successful team is important and knowing where you fit into the team and that what you do every day is linked to the overall success of the organization. Your morale, your ability to be engaged, and to contribute, impacts the success of the organization.

Graphic. Puzzle with 3 pieces missing.

Select each labeled puzzle piece to learn more.

What Does This Mean To You As An Employee Of Your Organization?

Your commitment to meeting your own performance expectations, your ability to accomplish assigned tasks, and your level of interest and engagement all have a very real impact on the mission. Strategic and operational leadership are responsible for enabling you to be successful and for providing the support and resources you need to fulfill your job requirements. It is also up to you to hold yourself accountable and to seek out new challenges for yourself.

Employee at desk working to meet a project deadline


Actions / Decisions For Employees

Are you working closely with your supervisor to understand the goals of the organization and where your job fits into their accomplishment? Have you discussed the specific link between your role/function and the broader agency mission?

What skills do you have that are especially beneficial to your organization? What skills would you like to develop that would further enable you to contribute to positive organizational outcomes? Are you currently in a role that maximizes your potential and allows room for further development? If not, what would you need to do to get there?

If there are barriers to your engagement at work, have you thought about how best to reduce those barriers and increase engagement for you and your colleagues?

Select an area on the graphic to see the actions and decisions for that area (planning, implementation, or evaluation).

Graphic. Three curved arrows that form a continuous circle labeled Actions/Decisions. The arrow labeled Plan points to the arrow labeled Implement which points to the final arrow labeled Evaluate.

What Is Available To Help In The Completion Of These Activities And Decisions?

There are a variety of items available to help Employees in the completion of decisions and activities relating to Performance Culture.